Operator, advisor,
builder of great teams

I have spent 30 years in B2B SaaS. I started as a practitioner at companies like Vignette, Siebel, and Art Technology Group before stepping into director and VP roles. That practitioner foundation matters: my instincts come from doing the work, not just managing people who do it. Most of my leadership has been inside companies between 50 and 300 people, at the 5M–00M ARR stage where there's no safety net and no inherited infrastructure — where the post-sale decisions you make in years 2 through 6 determine whether the business exits or stalls.

I served as Chief Customer Officer at Paytronix, a PE-backed restaurant and convenience store loyalty platform. Over five years, I took the post-sale organization from a scrappy startup team to an enterprise-grade engine — scaling implementation capacity by 275%, sustaining 95%+ GRR, and delivering 107–110% NRR through the run-up to a successful acquisition in November 2024. I built every major post-sale function: Customer Success, Professional Services, Technical Support, Knowledge Management, Digital CS, and Voice of Customer.

At Fastr, I was recruited to restructure a PE-backed DXP platform during a turnaround. I conducted a full organizational diagnostic and built an AI-powered CSM enablement framework and autonomous workflow layer — including what I called an "AI Director of Services" that ran scheduled health evaluations, utilization reporting, and project tracking without additional headcount.

Earlier, I built CS from scratch at Pica9 (serving as executive sponsor for Marriott and Chick-fil-A), founded Sophity LLC to address a gap I'd experienced in how services organizations manage profitability, led a 0M global Services P&L at Veracode, and grew a professional services practice 20-fold at Gomez/Compuware. A post-acquisition stint inside a B+ enterprise gave me useful perspective on where scale creates as many problems as it solves.

My point of view on where the industry is heading: AI is restructuring what GTM and CS organizations do and what SaaS businesses have to deliver to stay relevant. CSMs who adapt — using AI to own larger books, synthesize signals at scale, and show up as strategic partners — will become more valuable, not less. Those who don't will be replaced by leaner, AI-enabled teams. SaaS businesses that ignore this will watch their differentiation erode, feature by feature, as competitors and AI commoditize what used to make them special. The organizations that build for this transition now will create a durable moat. That's the work I do.

Today I work with B2B SaaS leadership teams as an advisor, consultant, and fractional CCO — bringing three decades of practitioner and executive experience to the problems that matter most at your stage.